Priorities

Portola Valley has historically operated efficiently with minimal administration, relying heavily on volunteer efforts. However, increasing state mandates and resident expectations are straining our limited budget and have put us into a dire situation of structural deficits. We must make strategic decisions immediately to ensure long-term fiscal stability while maintaining essential services.

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Key Priorities:

1. Revenue Enhancement:

   • Move forward immediately with a revenue enhancement ballot measure for a March 2025 special election (Real Property Transfer Tax or Parcel Tax.)

   • Update the flexibility on allocation of the Utility User Tax to move all future funds to the general fund at the March 2025 special election.

   • Review and adjust current fee structures.

   • Assess potential for expanding commercial activities within town limits.

   • ​Investigate new tax and fee options (vacancy/ghost house tax and others)

   • Pursue reclaiming property tax income from San Mateo County

2. Budget Optimization:

   • Conduct a comprehensive review of current expenditures.

   • Provide greater visibility on expenditures.

   • Identify potential areas for cost-saving without compromising core services.

   • Explore opportunities for shared services with neighboring municipalities.

   • Utilize the Open Space Fund in line with its charter "to preserve open space in Portola Valley" by doing greater fire clearance and maintenance along our trails, ravines, large open spaces, and evacuation routes.  

3. Update processes to best practices​​​

   • Establish internal controls and separation of duties

   • Create clear procurement policies and procedures

   • Maintain accurate and timely financial records

   • Produce regular financial reports

   • Publish regular financial reports for the public

   • Maintain a user-friendly financial transparency portal

   • Conduct regular internal and external audits

   • Establish an independent audit committee

   • Implement efficient collection procedures

   • Regularly review and update fee structures

   • Document resident/town staff interactions

   • Regular review of risk management strategies

   • Conduct public meetings on financial matters

   • Establish key performance indicators (KPIs)

   • Regular benchmark against comparable municipalities

   • Develop and maintain comprehensive written policies detailing the chain of command on all interactions between all stakeholders in Town: Town Council, Staff, Town Attorney, Committees, Commissions, and Residents.

4. Service Level Assessment:

   • Engage residents in a town-wide survey to prioritize services.

   • Evaluate the cost-effectiveness of outsourcing vs. in-house provision for key services.

   • Consider implementing a tiered service model based on community needs and available resources.

5. Public Safety Enhancement:

   • Conduct a comprehensive review of our Sheriff's department services and overtime costs.

   • Explore cost-effective options for increasing patrol presence.

   • Consider establishing a community safety officer program.​

6. Grants and Alternative Funding:

   • Establish a dedicated grant-writing team to pursue state and federal funding opportunities.

   • Explore public-private partnerships for specific projects or services.

7. Long-term Financial Planning:

   • Develop a 5–10-year financial forecast.

   • Rebuild our reserves to ensure fiscal resilience.

   • Implement regular financial health check-ups and adjustments​.

   • Engage the Town Residents with information and frequent updates.

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We must approach these decisions thoughtfully, balancing our town's character with fiscal responsibility. I'm committed to fostering an open dialogue with residents to explore all available options and make informed choices for our community's future.